A mid-size manufacturer of electrical equipment buys out a competitor and discovers improperly
disposed polychlorinated biphenyls on the property. Though he is guilty of no wrongdoing, the
CEO must move quickly to deal with the concerns of employees, shareholders, customers,
suppliers, and the neighboring community, which suspects the company of complicity in
contamination of the local water supply. 9 pp. Case #97-01. (1997)

On March 2, 2006, as work crews shoveled through the heavy snow blanketing the Prudhoe Bay oil fields
of northern Alaska, they spotted a small hole of no more than a quarter of an inch along the pipeline. As
BP America, the company in charge of the oil fields, quickly learned, this tiny hole would prove to be the
source of the worst oil spill ever – some 270,000 gallons of crude oil – on the North Slope of Alaska. BP
America and its parent company, BP, soon discovered that their enormous re-branding efforts and
carefully cultivated image for being environmentally friendly would be challenged by the reality of
extracting petroleum in Alaska’s harsh northern environment. 8 pp. Case #06-14. (2006)

British Petroleum (BP) applied for a permit in 2006 to expand its Indiana refinery and increase its
discharge of ammonia and suspended solids into Lake Michigan. The permit was approved by
the state and federal regulatory authorities. What followed was an outcry of public opinion
against this decision culminating in an article in the national media and speeches by presidential
candidate Barack Obama. Though BP had full regulatory approval to proceed with the expansion,
and the scientific consensus was that the increased discharge would not harm the Lake Michigan
ecosystem, BP decided not to use the new discharge permit in the face of intense public scrutiny.
However, this did not quell the negative media coverage regarding its discharge application. 13
pp. Case #08-02. (2008)

On Friday, January 13th, 2012, around 9:40 p.m. local time, the Costa Concordia, a luxury cruise ship carrying 4,200 passengers, punctured its hull off the coast of Italy. What followed the collision was a chaotic evacuation, irresponsible actions from the ship’s captain, and a lack of communication from the parent company, Carnival, all leading to a public relations disaster. 14 pp. Case # 12-05

The FutureGen Alliance was formed to develop an environmentally-friendly coal plant as a joint venture
with the Department of Energy. As costs rose, the Department of Energy decided to withdraw
participation from the FutureGen project. This withdrawal happened quickly and without prior
knowledge from the FutureGen Alliance. The DOE also withheld the official “Record of Decision,”
which would have allowed FutureGen to begin construction. In the end, what message should FutureGen
CEO Michael Mudd take back to his consortium of investors? 10 pp. Case #08-13. (2008)

Mitsubishi Corporation is a 49% owner of a joint venture with the Mexican government called
Exportadora de Sal S.A. de C.V. (ESSA). ESSA produces and exports solar-produced salt. The
ESSA production facility is located in an environmentally sound area of Mexico with various
species of animals living in the habitat. In December of 1997, ninety-four endangered black sea
turtles were found dead near the salt facility as a result of the salt production. Mitsubishi and
ESSA are under intense criticism by environmentalists and the public because of the sea turtle
incident and ESSA’s plans to expand its production capabilities. 4 pp. Case #00-25. (2000)

Fears regarding the introduction of genetically modified foods into the commercial food market
have grown steadily since the mid-1990s. In the autumn of 2000, Taco Bell Corporation found
itself caught between Friends of the Earth, a not-for-profit environmental advocacy group, and
Kraft Foods Corporation, a business partner that manufactured and marketed grocery store
products under the Taco Bell brand name. When environmental advocates claimed that
genetically modified corn had somehow found its way into Taco Bell corn tortillas manufactured
by Kraft, both companies were faced with important accusations about food safety and threats to
brand image. (A) Case, 10 pp. (B) Case, 5 pp. Case #03-07. (2003)

This paper highlights the history of the development of the carbonated beverage industry in India
by the Coca-Cola Corporation and recent allegations made by the non-governmental
organization, Center for Science and Environment, of pesticides found in Coca-Cola’s soft
drinks. The purpose of this paper is to encourage discussion on how the key players in this event
used communication and the media to further their interests on the local and international levels
and what Coca-Cola should do to elevate the situation now and in the future.
21 pp. #06-22. (2006)

In September 2005, the Walt Disney Company announced the opening of its third theme park outside ofthe United States, and the second in Asia. Hong Kong Disneyland would become one of the mostambitious, expensive, and difficult ventures in the company’s history, and – if the company’s experiencein Europe were any guide – it would have just one chance to get it right. Unlike the Disney experience inTokyo, a theme park in Hong Kong would prove culturally challenging for a number of reasons,including language, food, souvenirs, entertainment, environmental concerns, contract relationships, localemployees, cultural sensitivities, and the Chinese central government. Public Affairs VP Irene Chan isfaced with enormous challenges as the company prepares for the park’s opening day. 17 pp. Case #05-06. (2005)

This case explores the tension that exist when a company tries to balance the competing interests of all stakeholders. Questions arise regarding how the company communicates its willingness to sacrifice short-term profits for a long-time growth strategy. 10 pp. Case #07-07.

Fast Fashion companies, including H&M, have grown considerably since the 1990s by satisfying consumers’ insatiable appetite for the latest fashionable trends at low prices. H&M’s newest CEO, however, must rethink the company’s business model and sustainability initiatives following recent global awareness and protest of fast fashion’s unfavorable environmental and social impact. 11 pp. Case #20-07

In February 2021, Storm Uri devastated an unprepared Texas which resulted in mass power outages across the state. Texans faced low temperatures, food shortages, water shortages, and power outages during the storm and high electricity bills after. When electricity demand exceeded supply, electricity prices per kilowatt-hour soared, leaving many Texans with monthly electricity bills in the thousands. ERCOT is responsible for ensuring the reliability of electric service for 90 percent of the state, despite not owning the Texas grid or setting prices, and has been highly criticized for its decision making during the event by Texas politicians, residents, and the media. 15 pp. Case # 21-02 (2021)